ITIL4 and IT Operations Management

ITIL4 offers a shift from previous editions of the best-practice framework of individual services and processes to a more holistic approach, based on the delivery of value, more suited to the digital age. IT Operations Management (ITOM) offers the capability to operate more effectively, ensuring an organization can deliver the intended outcome by offering improved stability, availability, and reliability. The question isn’t whether ITIL4 and ITOM can be used together, but rather how could the benefits of ITIL4 be delivered to a business without ITOM?

First, consider the focus of each of the two operating models:

ITIL4 Focus

  • Creating a customer-obsessed culture
  • Ensuring IT staff have the proper skillset and abilities
  • Blending information and technology practices to manage services appropriately
  • Building relationships between IT and the business, but also with external partners
  • Defining […]
By | September 11th, 2019|

How ITOM is relevant in a DevOps World

ITOM (IT Operations Management), which is operational practices based on event management, monitoring, and CMDB use, becomes increasingly useful in a DevOps world as it forms a foundation for delivering on the promise of DevOps with less risk. DevOps is a set of practices that brings developers together with infrastructure teams to ensure application releases can be moved into a production environment quickly and frequently while mitigating the risk of older release management practices.

DevOps can lower the risk by providing quick releases through automation of the deployment process; however, application releases are not the only changes being made to the operational environment. Network changes, server patching, automated cloud migrations, database maintenance, and other changes all impact the operational environment. Without the capability to control and document these changes, not only can […]

By | August 28th, 2019|

Does ITIL4 Embrace Agile?

ITIL4® embraces Agile more than any of the previous versions of ITIL, making it easier to implement and less of an organizational impact when implemented. While ITIL4 still focuses on providing value to customers, the shift of focus from offering only service management practices to the customer and the value that programs bring to the customer makes it very different from prior iterations of the framework.

Agile is a software development methodology that focuses on making small, iterative changes quickly and with more focus on customer needs.

The Seven Guiding Principles

One of the ways ITIL4 shifts its viewpoint from ITIL v.3, 2011 is with a focus on the seven guiding principles that were originally introduced in the Practitioner guidance, but which form the foundation of ITIL4:

  • Focus on Value
  • Start Where You Are
  • […]

By | August 14th, 2019|

If We Could Make 2, Even 3 Changes, About ITIL® v4

ITIL4® is very complete in its approach to service management and value, but as we all know there’s always room for improvement – right? There’s one very basic concept to understand about why ITIL4’s changes are needed: we must convince IT people, who are so focused on operations, to work more strategically with business partners to produce services a business can use to gain a competitive edge. What, therefore, could be changed about ITIL4 that might help operational teams make that leap?

Change 1: Financial Management and the Configuration Management Database (CMDB)

In ITIL4 as in previous versions, financial management is concerned with determining and managing three types of costs:

  • Overhead: costs associated with overarching management and organizational operations, such as HR
  • Indirect: infrastructure needed to deliver all services, such as networking and […]
By | July 31st, 2019|

The Problems with Your Problem Management

Many problem management initiatives begin because an organization is so busy fighting fires that it never seems able to address emergencies in a timely manner. Even organizations with problem management initiatives still find it difficult to stop operating in firefighting mode. The key is making a shift from reactive problem management to proactive problem management and leveraging the tools available in today’s service management suites.

Problem management initiatives often fail for any of the following reasons:

  • There’s too much firefighting
  • IT doesn’t have enough information
  • Little use or enforcement of best practice process
  • They are too resource-intensive
  • It’s too costly to the business
  • There’s not enough automation in use

Proactive problem management helps with this by being ahead of incidents before they occur, decreasing the impact on the business and firefighting effort IT […]

By | July 24th, 2019|